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JOMSA · - 2009 Andalusian Ibn Al Jatib Award for Outstanding Research Career in Social Sciences. - 2009 FAME-University of Seville Award for Outstanding Acdemic Career in Social

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;<=> Plenary Speach OPQR 7ST����: Munehiko Itoh (Research Institute for Economics and Business Administration, Kobe University, Professor) >� @AB�CDEF/GFHI/012�JKL M Title : Theory and practice of Servicization into the manufacturing industry pq 3r 7stuvw7x: ¡B8�: Hitoshi Iwasa (Mitsubishi Aircraft Corporation) >� MRJ �ijklLG,m-nog Title : Competition and Business Model of Mitsubishi Regional Jet

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@AB�CDEF/GFHI/012�JKL M Theory and practice of Servicization into the manufacturing industry

OP QR Munehiko Itoh ¢£: F/GFHI/012�¤K¥¦§�¨©Eª«�¬�­�®�¯K �°D±²¬§�G,m-³�́ µ�

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Abstract: In recent years, more and more attention has been paid to servicization. This term is found not only in academic papers but also in business magazines, newspapers, and in topics related to human resource development. Servicization contains multiple concepts which are closely interlaced with many academic fields: those from service studies such as service science and service operation; those from innovation studies such as business innovation and business model; furthermore,

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those from engineering such as computer system and service engineering. In the management field, the area of servicization studies spans from innovation to marketing and is viewed as interdisciplinary studies. This report will set aside those multiple meanings but focus on examining corporate value chain to find how the new values are created by servicization. Biography: 7 January 1957 March 1979 April 1979 March 2000 March 2003 April 2003 October2007

Born in Kyoto B.A. in Engineering Faculty, Nagoya University Panasonic Corporation Master of Business Administration, Kobe University Doctor of Business Administration, Kobe University Associate Professor, Kobe University, Research Institute for Economics and Business Administration Associate Professor, Kobe University, Research Institute for Economics and Business Administration Areas of research interest Innovation Management, Management of Technology, and Product Development

Membership of academic societies: JOMSA (Japan Operation Research and Strategy Association) IEEE (The Institute of Electrical and Electronics Engineers) Japan Society of marketing and Distribution The Academic Association for Organization Science Japan Academy of Business Administration

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;<=> 2 Plenary Session 2

MRJ �ijklLG,m-nog Competition and Business Model of Mitsubishi Regional Jet pq 3r Hitoshi Iwasa ¢£: 1945"�÷øı�$æ�uvwùB²ú�û¯üý�@Aþ��CÀ����±���¥�ø� 7"(¥?uvwv�'NL¬Å����û¯´� �� ©�®����é��� YS-11² 1962"����é��õ�¥��×��w�² 180w��ÄÅ�1973"�@Aé��õ�®YS-11� �²�Lõ�/H2���� !�� !�ªÅuvwùBé�"Õ#­�¥��$Ú%[},}&$¬½¾uvwùBé'(ù

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Abstract: Although up to year 1945 when the war was lost, Japan had an aviation industry in which one of the best in the world with its level of technology and manufacturing ability but the seven post-war years became the “blank age in aviation” and Japan got behind in the technology renovation of the world. YS-11 aiming for a revival accomplished its first flight in 1962 but the number of accumulated sales for the aircraft stopped at 180 aircrafts and the manufacture was terminated in 1973. After the YS-11, the aviation industry had developed mainly by participation in the Boeing program but China and respective South East Asian countries also position the aviation industry as priority industries and aim to enlarge the subcontracting business with low wages as their weapons. Therefore, from the medium to long -term viewpoint, it is expected that it will become increasingly difficult from now on for Japan to expand the aviation industry only by the subcontracting business in the labor concentration type structural assembly. With such circumstances being recognized, the debate came up in the industrial circle that development of a domestic aircraft making use of the high level of developing and manufacturing technology that Japan has was a must in order to make the aviation industry a growing industry in the future. Thus the MRJ (Mitsubishi Regional Jet) project was started so that Japan can again be a civil aircraft integrator. We will discuss the present state and the problems in making of the domestic passenger plane business from site of MRJ development. Z[  1959"�Ä© 1983" 3# 1996" 1# 2008" 4#

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WX56012 Special Session >�:ZARA L Camper �YZ+/012 Title: Management at ZARA and Camper |5 A. D. ß{|}75Ge}��: Jose A. D. Machuca (University of Sevilla) >�~ �  ú�º������E¾� Title 1: ZARA : What's behind its success story [ \�^7ST�����Þ¡���� ��: Chieko Minami (Graduate School of Business Administration, Kobe University, Professor) >�a o�H2�n;F/G-dYZ+/012�dßm,�2. �}2Z/g�@A��Å�)�� Title 2: ZARA : Design Driven Service Operations Management: Case of Camper

�  ú�º������E¾� ZARA : What's behind its success story

|5 A. D. ß{|} Jose A. D. Machuca ¢£: � 7Zara:�úõú���zH2oáÙ6U-7Inditex:²�À¬E{��é¾���Õ©­��z±�E®½«öƾú�º��9²3Ô���ðS­»�L�ÆE°�«®H2oáÙ6U-���7�

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Àª«� 2008"�Þa¼w�¾G½õ­�¥�ú©²½«õNþ�¬���¿®H2oáÙ6U-²�ú�¾°�Eij��¿¥6��H&M�Ëm.2±ðÖtÀ�õ­�Áé�Âõ��°�«¿®

ZARA : What's behind its success story Presenter: Jose´ A. D. Machuca (University of Seville) Authors: Ferdows K., Machuca J.A.D., and Lewis M.A. Abstract: Zara, and its parent company Inditex, are the subject of intense curiosity. By all measures it is a phenomenal success story. Sales, with Zara still accounting for almost two-thirds, had grown from ?3.25 billion in 2001 to almost ?16 billion in 2012, making it the largest apparel company (by sales) in the world. Its profits had grown at an even faster rate. The number of stores translated into an average rate of more than one new store opening every working day, many of them in upscale locations such as Fifth Avenue in Manhattan, Champs-Elysees in Paris, Ginza in Tokyo, and West Nanjing Road in Shanghai or Pitt Street in Sidney. How did a company with humble beginnings in La Coruna, a small city in the far north-west of Spain, become the world’s largest apparel company, employing 128,000 people? How could its founder, Mr. Amancio Ortega, who had started his first business in the early 1960’s with 5000 pesetas (?30), have become the richest man in Europe and third richest man in the world, according to the Forbes magazine 2013 rich list? How could it continue its remarkable growth unabated, even during the post 2008 economic crisis? Had Inditex discovered something that its powerful and indisputably competent peers, celebrated firms like Gap, H&M and Benetton, had missed? Biography: Dr. Jose A. D. Machuca is full professor of Operations Management of University of Seville (Spain) since 1982. His major research areas cover Production and Operations Management and System Dynamics. He is a member of the Editorial Advisory Board for academic journals such as Journal of Operations Management (JOM); International Journal of Operations and Production Management (IJOPM) ;Japanese Management and International StudiesOperations Management Research: Advancing Practice through Theory (OMR, Regional Editor for Southern Europe:), and Editorial Review Board of Journal of Production and Operations Management (POM), International Journal of Manufacturing Technology and Management (IJMTM) and Journal of Operations Management and Strategy (JOMS). He is also Coordinator of the European Thematic Network for the Excellence in Operations and Supply Chain Management Education, Research and Practice (THENEXOM), sponsored by EurOMA and approved by the European Commission. Author/coauthor of 8 books and editor/coeditor of 9 Journal Special Issues, more than 50 articles and 60 book chapters. He has published in journals such as: JOM, POM, IJOPM, International Journal of Production Economics, Journal of Production Research, Harvard Business Review, Journal of Service Management, Transportation Research and System Dynamics Review. Current research interests in Supply Chain Management, Service Operations Management, Business Simulation and Teaching Innovation. He has been awarded many prizes such as: - 2001 Wikham Skinner Award honoring Teaching innovation achievements (POMS). - 2009 Andalusian Ibn Al Jatib Award for Outstanding Research Career in Social Sciences. - 2009 FAME-University of Seville Award for Outstanding Acdemic Career in Social Sciences. - Outstanding Professor (University of Sevilla).

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[ \�^ Chieko Minami ¢£: æ��²�-ZH2�0|/�dà 2¬�}2Z/g� )�ÉÄé¦Å�@ÆL��±�o�H2rÇ¥��Å F/G-�YZ+/012�dßm,�2.é�nðEñ Lé�Ö¿�ðE® @A��ÅLÀ«È�É�;�G,m-±²�@AÊ� CDEËJL��ÅLÀ«F/G-dYZ+/012L� ËJ�CÀ��ùÌÇ���p�²�<Íd@AdÎÏ �CDEÐÑÒ�LÓýX�ÔÕéHpÀ§ñL¥¦Ö B¢Õ©E®õ¿õ¬¥Ö�æ����t�Lõ�@Æ �¶!d@AÊCªÓ��±�×ÆØÙ²ÓýX�ÔÕ¥ HÀ¥���YZ+/012²�H2016�L�Ú8U eÈHR/L�° �+/012�ªE«Ê�±²m¬Å�øZä�ÛwþéGÔñL¥�Ö¿�¬��®@ÆL���CDEo�H

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Abstract: This research aims to clarify a new factor which is able to drive innovative service operations management. The case study of the Spanish shoe brand, "Capmer", shows that design orientation is a driver to provide an effective and efficient service operations management. Vertically integrated manufacturers who want to expand their scale of operations also retail their merchandise, and hence require operations management in both production and retail services. In the pursuit of productivity, firms usually attempt to improve the degree of standardization in sourcing, production, and distribution. However, the study indicates that the degree of standardization is low in store development and design management but high in service operations, because of employee training. The shoe company develops products based on its traditional design concept lines and has a standardization policy for merchandising and service delivery at its stores. However, shop- in-shop formats and the “Together” shops, in collaboration with designers or architects, have different styles of operations management with the latter functioning as a communication tool. Design orientation is a factor driving operations management as well as the other factors such as efficiency and productivity orientation. Z[  ST�����Þ¡���� �� �å(×�) æçÉ� ß/àÙá2�K ��Ù/ß e+/01206�dß/àÙá2�� BtoB ß/àÙá2��CRM�F/G-HÊË/012 1984" ST����8 bB 1988" è$b0´2é������°b|¤à/012�� êåYÔ ê� 1993" ST�����Þ¡���� �åYÔ�5YÔë�

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1993" ìíî���×�8 æï=ðéÞñ�� 2002" ST�����Þ¡���� ñ�� 2004" ST�����Þ¡���� �� �¢òó ôF/G-dHÊË/012 -´û¯õdLòóö±-÷(ªøù3L�öò)�úûü�2014 " 6 #ý�A¢ ôþWe+/01206�øZ÷úûü�2006 "ý� ôe+/01206�dß/àÙá2�- ¶B(�CDE��ËJL����-÷�ó�2005 "ý� “Information Transparency in SME Network Relationships: Evidence from a Japanese Hosiery Firm”, International Journal of Logistics Research and Application ,Vol.15, No. 6, pp. 405-423, 2012 (co-authored with Kenichi Nishioka, John Dawson) "When the Best Packaging Is No Packaging", International Commerce Review, vol.9. No.1-2, pp.58-65, 2010 (co- authored with Davide Pellegrini, Munehiko Itoh) Biography: Chieko Minami is Professor of Marketing at the Graduate School of Business Administration, Kobe University. After receiving a master’s degree in communication at Michigan State University, she received a doctorate in commerce from Kobe University. Her research interests include relationship marketing, customer relationship management (CRM) and service marketing. Her current area of research is service innovation based on business-to-business relationships.

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{|/.e}g56012 Tutorial Session ��� (~�) Speaker (Chair)

P��� Naoaki Fujino

(�������) Nomura Research Institute, Ltd

���: Speakers:

���� Hirohumi Matsuo

(ST��) Graduate School of Business Administration, Kobe University, Professor

T��^ Keiko Toya

(����) Graduate School of Business Administration, Meiji University, Professor

>� :?F/GFHI/012��BN Title : "Lecture on Servicizing"

P��� Naoaki Fujino

�� �� Hirofumi Matsuo

T��^ Keiko Toya

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Abstract: Commoditization has weakened the competitiveness of Japanese manufacturing. It becomes difficult for Japanese manufacturers to retain the differentiation that leads to customer acquisition and retention as well as proper profitability. Servicizing, or equivalently servitization, is the concept of manufacturers’ reorientation into service. Servicizing is shifiting the manufactuer’s focus from product-sales to service businesses such as after-sales service, leasing contracts with no ownership transfer, and return and recycle service. In this tutorial, considering the urgency and importance of servicizing for Japanese manufacturing, we attempt to do a mock lecture on servicizing. Based on our lecture notes at Doshisha Business School and Kobe Business School, we lecture and discuss the concepts of service in general, service dominant logic and servicizing as well as the merits, demerits and critical issues for servicizing. Furthermore, insights from practice are given.

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- 16 -

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- 17 -

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- 18 -

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/!î/ULõ<�õ�ú©�;�ÀÉÄé1`E® Keyword: G !�"ùB, ùBØÙ, @Æ}/ïÙU{¥ ò�1����� (C306): Service Management BCõ� Yasushi MasudaGKeio UniversityN�

D1-1 UUNIVERSAL EXPO´92 (SEVILLA) AND EXPO´2000 (LISBOA) ANALYSIS FROM A SERVITIZATION PERSPECTIVE Julio García del Junco (Universidad de Sevilla) Georg Dutschke (Universidad del Ántica) Beatriz Palacios Florencio (Universidad Pablo de Olavide) Francisco Espasandín Bustelo (Universidad de Sevilla) Universal Exhibitions are an instrument of globalization based on the respect and acceptance of all cultures. The city that houses an exhibition of this nature has the opportunity to strategically manage a project requiring infrastructural modifications, along with services to be provided. In this paper we aim to identify, from a Servitization approach, the impact on tourism in Seville and Lisbon, respectively 21 and 13 years after the two exhibitions been held. For that, we conduct a review based on secondary data sources (master and doctoral thesis, academic publications and business journals) and direct sources (data from public institutions and Institutional sites). Both public and private investments are analyzed. This allows assessing if the current tourism is a legacy of Sevilla 1992 and Lisbon 2000 Exhibitions. Several surveys were conducted aiming to verify Exhibitions influence on tourism and hospitality, as on city and citizens benefits from new structures develop. In Seville, results consider that the city image and economic growth have increased; is currently the third most visited in Spain, and Spain is the second most visited tourist destination in the world. But, the absence of integrating in the process a vision for future utilization of the resources and services developed for the exhibition, has limited its contribution to get more tourism on a long term. Expo'92 in Seville has served, mainly, to promote the city. Lisbon Exhibition was thought considering the future development of the city, based, also, on the new infrastructure created. This allowing benefits for citizens and tourists (new area in Lisbon, new cultural center, revitalization of the historic area). This perspective allowed Lisbon to have short-term gains (tourism, hospitality and image) but also long-term benefits. Actually, Lisbon is one of the European cities attracting more tourists, has developed the ability to promote important events, and the number of abroad students looking Lisbon for Erasmus experience or master studies is increasing. From a Servitization perspective, it seems that Lisbon as integrate in the Expo development process, the ability to consider short and future term benefits for citizens and tourist, allowing a strategic development of the city with gains for the country. Keyword: Universal Exhibitions, Servitization D1-2 $æ@AB�CDEF/GRHI/012�õd��5-�P�¢ã �-"2 (ST��dæ-û�ÛB7x:)

- 19 -

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- 20 -

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D2-1 IImpact of IT-enabled Supply Chain Integration on Firm’s Delivery and Flexibility Performance Odkhishig Ganbold (Yokohama National University) Yoshiki Matsui (Yokohama National University) Even though the possible benefits of information technology (IT) are clear to practitioners, managers are increasingly looking for empirical justifications regarding the key IT dimensions and the benefits from these technologies. Addressing this need, this study extends the body of literature on supply chain integration (SCI), IT, and firm performance, with the aim of finding out if IT capability impacts firm’s operational performance through both internal and external integration. The study identifies two critical dimensions of IT capability, cross-functional application capability and supply chain application capability, and tests their impact on firm’s delivery and flexibility performance through internal integration and external integration with supply chain partners. Results from data analysis are presented based on empirical evidence from 110 manufacturing organizations in Japan. Keyword: Supply Chain Integration, Information Technology Capability, Delivery and Flexibility Performance D2-2 IImplementing the Absolute Supply Chain Strategy––Upgrading the Trade-off between “Agility” and “Stability(Efficiency)” Michiya Morita (Gakushuin University) Jose A.D.Machuca (The University of Seville) E.James Flynn (Purdue-Indiana University) Shigemi Ochiai (Jonquill Consulting Ltd.) This study focuses on the implementation of the absolute supply chain strategy. The absolute supply chain strategy is expected to integrate product value and supply chain process. The absolute supply chain strategy underlies the business strategy of which implementation controversial issue exists in integrating strategy and operations. Our analysis indicates the consistent seeking for the absolute supply chain strategy consists of improving agility as well as stability that underlies the environment to sustain efficient operations at the same time over time. The difference between high performance and low performance exists in how much the firm realize both of agility and efficiency, not in trade-off or skewed improvement of either agility or efficiency. When considering the speed of transition on the product life cycle nowadays, this joint effort to improve agility and efficiency should be equipped in high performance sustained companies. Keyword: absolute supply chain strategy, Agility vs Efficiency, Linkage of strategy and operation

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D2-3 DDYNAMIC ADAPTATION OF SUPPLY CHAIN COLLABORATION TO ENHANCE DEMAND CONTROLLABILITY Masayasu Nagashima (Kochi University of Technology) Michiya Morita (Gakushuin University) In the business practices, many firms have being caught in the middle between different strategies and they tend to fail to promote their marketing mix with a clear focus. It is difficult for them to choose a specific strategy such as cost leadership and differentiation strategy as defined by Porter. The difficulties of those firms are caused by demand uncertainty that could be evolved over product life cycle. The demand uncertainty brings about tremendous inefficiencies, such as excessive inventory and product shortage to the firm. In coping with the demand uncertainty, the firm should strengthen the market position to reinforce demand controllability. We argue that such enhancement is possible through effective collaboration with supply chain partners, especially, those in the downstream of supply chain. We introduce a concept of adaptive collaboration strategy to strengthen the firm’s market position even for late comers. Keyword: Supply chain collaboration, Demand uncertainty, Product life cycle

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- 24 -

Author Index

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- 25 -

Author Index

Name Session Name Session Beatriz Palacios Florencio D1-1 Masayasu

Nagashima D2-3

E. James Flynn D2-2 Michiya Morita D2-2, D2-3 Francisco Espasandín Bustelo

D1-1 Odkhishig Ganbold D2-1

Georg Dutschke D1-1 Shigemi Ochiai D2-2 Jose A.D. Machuca D2-2 Tatsuya Kitagawa D1-4 Julio García del Junco D1-1 Yasushi Masuda D1-4 Masashi Umezawa D1-4 Yoshiki Matsui D2-1

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MSI Optimization Everywhere! [email protected] [email protected] 043-297-8841お問い合わせお問い合わせ

大規模組み合わせ最適化問題を解く次世代 数理計画法システム

LocalSolver。ローカルソルバー

Xpress 製品概要

● Xpress サポートOS(全て32bit, 64bitをサポート)

1. Win2. Linux3. Unix4. Mac OS

● Xpress ライセンス・タイプ

● Xpress 製品

1. Desktop2. Server3. Floating

1. Xpress-Optimizer2. Xpress-Mosel / IVE3. Xpress-Kalis4. Xpress-NLP5. Xpress-Insight

(Xpressはクラウド・コンピューティング環境をサポートします。)

上記詳細は、弊社WEBサイトwww.msi-jp.com/xpress/をご覧ください。

〒261-7102 千葉市美浜区中瀬2-6WBGマリブウエスト2F

TEL 043-297-8841FAX [email protected]@msi-jp.com

【お問い合わせ】

MSI株式会社

2014年1月最新バージョンLocalSolver4.0をリリースしました!LocalSolver4.0は『連続決定変数』を処理できます。

弊社サイトよりダウンロードできますので、ご利用ください。詳細は、[email protected]までお問い合わせください。

LocalSolver詳細情報は、www.msi-jp.com/localsolverをご覧ください。

ファイコ     エクスプレス

日本で23年の実績のある、数理計画・最適化コンポーネントの世界的デファクトスタンダードFICO Xpress Xpress

2014年1月 Xpress 7.6 最新バージョン・リリース!!FICO Xpressは、洗練されたモデリングシステムとして他の追随を許さないデファクト優位性があります。1. 過去25年にわたる最適化コンポーネントの研究・開発実績2. 世界最速のソルバー3. 柔軟なモデリング言語4. 完全なビジュアル開発環境5. 洗練されたモデリング-実装-実施の統合環境6. 強力な実モデリングの支援、テクニカル支援7. クラウド環境、webサービスを完全サポート

最適化モデル生成(Xpress-Mosel)と、その最適化ソルバー(Xpress-Optimizer)を中心にして、次の製品を供給しています。

 ● Xpress Linear Programming ● Xpress Mixed Integer Programming ● Xpress Quadratic Programming ● Xpress-NLP Non-Linear Programming ● Xpress-Kails Constraint Programming ● Xpress Insight Web Application

● MIPのみならず、非線形0-1問題も解く

● 極めて短時間で高品質の解を提供

● 1000万の意思決定変数まで実行可能

● 問題に忠実なモデリングと実行環境

● 革新的なモデリング言語

● C++、Java、.NET.で簡単に利用できるAPIs

● いよいよ連続決定変数可能

次世代 ̶ ハイブリッド型・数理計画ソルバーLocalSolver 4.0

どのような時、LocalSolverが役に立つか?● MIPソルバーが良い整数解を発見出来ない場合

● MIPソルバーが良い整数解を発見できても、時間がかかりすぎる場合● MIPモデルを記述することが非線形制約があるため困難な場合

● MIPでは解けないためCPを選択しようとする場合(LocalSolverを推奨)

2014新企画キャンペーン

クラウド対応の通常の「Xpress 最新版」をアカデミック関係者(主として学生用)に、普及版として“超格安”でご提供します。

◆お問い合わせ:[email protected]

▲▲

高品質ソリューション

を得る実行時間

MIP/CP solvers

LocalSolver

問題対応型Local search

問題のサイズ

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E�Mail�[email protected]

今まで、大規模な問題、複雑な問題で数々の最適化ソフトウェアを試してみたが、解を得るのに時間がかかる、また、解を得られなかったあなたに朗報です。第三者機関が実施したベンチマークサイトで世界最高速を常に記録し続けている線形計画(LP)、混合整数計画(MIP)、二次計画(QP)、混合整数二次計画(MIQP)、二次制約(QCP) お よ び 混合整数二次制約(MIQCP)のための最新鋭の数理最適化ソルバー Gurobi Optimizer 新バージョン 5.6 がリリースされました。バージョン 5.6 では、新たに計算サーバ機能をサポートしました。この機能により、ユーザは、最適化アプリケーションソフトウェア ライセンスおよび計算リソースをより効率的に使用でき、ハイパフォーマンスな動作に支障がない最適化アプリケーションの実行環境が確保できます。Gurobi Optimizer は、最新のハードウェアのアーキテクチャおよびマルチコア プロセッサ技術を徹底的に活用するよう設計された、先進の最適化アルゴリズムにより、高速に信頼性ある解を導き出します。

<お問い合わせ先>株式会社オクトーバー・スカイ〒183-0055 東京都府中市府中町 1-25-12 ゼルコバビル 4階

TEL : 042-319-1885 / FAX : 042-319-1886

URL : http://www.octobersky.jp E-mail : [email protected]

Gurobi Optimizer バージョン 5.6

最強のモデリング言語 AMPL究極のスケーラビリティー

AMPL は、離散および連続変数における線形および非線形最適化問題のための包括的でパワフルな代数モデリング言語です。ベル研究所で開発された AMPL は、コンピュータが適切なソルバーとのコミュニケーションを管理している間、ユーザーが、共通表記法やよく知られている概念を使うことで、最適化モデルを明確に表し、そして解決法を調べます。AMPL のスピードやコントロールオプションが、繰り返し実行のための特に能率的選択を導き出し、AMPL の柔軟性と便利さが、迅速なプロトタイプ作成およびモデル開発を理想的に支援します。

AMPL に対応した下記の非線形ソルバーの販売を開始しました。  KNITRO、MINOS、CONOPT、SNOPT

               

               AMPLは米国AMPL Optimization Inc.の開発製品です。

応用開発モデリングツール AIMMSスムーズな開発を支援

AIMMS は、オペレーションズ リサーチを基盤にする最適化アプリケーションおよびプランニング アプリケーション構築のための応用開発環境を提供します。AIMMS は、エネルギー、サプライチェーン マネジメント(SCM)、生産計画、ロジスティックス、植林計画、リスク管理、収益管理、資産管理などの幅広い産業分野において、ワールドワイドで活躍するリーディング カンパニーの意思決定支援のため、広く採用されています。

AIMMSはオランダ AIMMS B.V. の開発製品です。

AIMMS はオランダ AIMMS B.V. の登録商標です。

Gurobi Optimizer は米国 Gurobi Optimization Inc. の開発製品です。

Visual Studio は 米国 Microsoft Corporation の米国及びその他の国における登録商標

または商標です 。

株式会社オクトーバー・スカイ(October Sky Co., Ltd.) のロゴマークは株式会社オクトーバー・スカイの登録商標です。

最適化ソリューションに無限の可能性

Gurobi Optimizer/AIMMS/AMPL 製品無償トレーニングオクトーバー・スカイでは、ご購入を検討されているお客様を対象に、

半日ハンズオン・トレーニングを実施しています。トレーニングに関し

ては、下記Webサイトを参照してください。

URL: http://www.octobersky.jp/support/training.html

お問い合わせ: [email protected]